Once you have advertised and received applications you will appoint the selection panel. As Spotlight skills may be a new concept to them, you will need to provide training for the selection panel. However, this should not take longer than 20-30 minutes.

It is good practice to ensure that all selection panel members receive training. It is suggested that this training include a 20 minute segment on the need to take account of the less obvious skills that can be overlooked easily.

As Spotlight skills are likely to have been to the selection criteria, it is advisable to have a brief discussion of the key concepts:

  • The types of skill in question and why they are under-recognised
  • The skill elements and levels, and how they can be deduced from activity examples.

 The Spotlight skills recognition tool classifies these skills into nine elements defined at five levels in the Spotlight framework.


Research shows that, in a job interview, it is hard to pin down skills that are:

Not named:

Tactful (used behind the scenes)

Taboo (not mentioned in polite company)

Tactile (using touch)

Tacit (done silently)

Not well understood:

Monitoring one’s own behaviour and impacts

Interweaving activities

(Re)balancing self, workflow, work relations

Not valued because of:





Skills for which there is no name

Spotlight includes skills of using tact and discretion, using touch where appropriate and quietly working behind the scenes to keep others calm or give them cues about what to do or not do help to efficiently get the job done.

Skills that are not well understood

Skills that ‘oil the wheels’ of more visible work processes are essential. They include:

  • Monitoring one’s own learning and impacts.
  • Smoothly linking one set of activities with the next.
  • Combining routine work with solving new problems.
  • Fitting own activities into team efforts.
  • Rebalancing after an emergency, keeping the workflow on track.

  • Skills that may be undervalued
  • Coping with risk may be seen as natural among community nurses, but rewarded in fire fighters.
  • Emotional intelligence may be valued more highly in managerial jobs than in entry-level positions, even though similar skills may be in use.
  • Being fluent in more than one language or able to work within more than one community may be recognised and rewarded when practiced by people of European descent but not when practiced by members of other ethnic groups.Process skills

These hidden skills fall into the category of process skills that:

  • bring qualifications to life
  • apply life and work experience
  • turn knowledge inputs into outcomes



  • practice
  • problem-solving
  • solution-sharing
  • system-shaping.


Many statements about natural attributes can be redescribed as Spotlight skills:

  • professionalism
  • can do attitude
  • initiative
  • self–motivation
  • problem-solving
  • outgoing personality
  • tact and empathy
  • time management
  • resilience
  • customer focus
  • teamwork
  • leadership